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Though most of the participants in this group were supervisors of subordinates, the sample also consisted of two owners to whom the frontline staff directly reported. Dining: Among the 11 supervisors in the dining group, they were either managers or chefs to whom the subordinates directly reported (See Table 17). Table 17: Job Function of Supervisors Lodging: Manager Supervisor Owner Total # of Supervisors Percentage (%) 7 21.9 23 71.9 2 6.3 32 100 Dining : Manager 7 63.6 Chef 4 36.4 Total 11 100 All Responses: Manager 14 32.6 Supervisor 23 53.5 Owner 2 4.7 Chef 4 9.3 Total 43 100 6. Job-role experience: All of the 43 supervisors across both the groups who participated in this study specified their collective experience in their position. The range of this experience among the supervisors in the lodging group was two months to 33 years and among the dining group it was three years to 25 years. The average experience among these supervisors in the lodging group was 13.53 years and the standard deviation of the industrial experience was 9.27. The average job - role 71
experience among the supervisors in the dining group was 12 years and the standard deviation was 7.00 (See Table 18). Table 18: Job-Role Experience of Supervisors # of Supervisors Percentage (%) Lodging: Less than 1 year 2 6.3 Between 1 and 5 years 10 31.3 Between 6 and 10 years 14 43.8 Between 10 and 15 years 1 03.1 Between 16 and 20 years 2 6.3 Between 21 and 25 years 2 6.3 Above 25 years 1 3.1 Total 32 100 Mean – 9.06, Std. Deviation – 7.34, Min – 0.17, Max – 33 Dining: Less than 1 year 0 0 Between 1 and 5 years 2 18.2 Between 6 and 10 years 5 45.5 Between 10 and 15 years 0 0 Between 16 and 20 years 3 27.3 Between 21 and 25 years 1 9.1 Above 25 years 0 0 Total 11 100 Mean – 12, Std. Deviation – 7, Min – 3, Max – 25 All Responses: Less than 1 year 2 4.65 Between 1 and 5 years 12 27.91 Between 6 and 10 years 19 44.19 Between 10 and 15 years 1 2.33 Between 16 and 20 years 5 11.63 Between 21 and 25 years 3 6.98 Above 25 years 1 2.33 Total 43 100 Mean – 9.84, Std. Deviation – 7.3, Min – .17, Max – 33 72
Page 1 and 2:
An examination of the relationship
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3.2 Research Paradigms ............
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LIST OF TABLES Table 1: Measures of
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LIST OF FIGURES Figure 1: Conceptua
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ACKNOWLEDGEMENTS I take this opport
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employees and help human resource d
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Several leadership theories can be
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1.2 Research Objective This study d
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1.5 Definitions of Key Terms Leader
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2.2 Characteristics of the Hospital
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satisfaction, as employees have a v
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The theories that focus on follower
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Colquitt, Lepine and Wesson (2011)
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elationships with the organisation.
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In particular, Grestner and Day (19
Page 31 and 32: Martin, 2004; Kenney, Blascovich, &
Page 33 and 34: 2.5.1.5 Egocentric bias Egocentric
Page 35 and 36: The foregoing sections reviewed the
Page 37 and 38: (1993)analysed the relationship bet
Page 39 and 40: etter organisational commitment whe
Page 41 and 42: Turnover is a topic of intense rese
Page 43 and 44: poor working conditions and unsatis
Page 45 and 46: group, they will regard themselves
Page 47 and 48: 3.1 Introduction CHAPTER 3 - METHOD
Page 49 and 50: present study is consistent with a
Page 51 and 52: hospitality literature have been co
Page 53 and 54: Table 1: Measures of Subordinate LM
Page 55 and 56: Table 3: Measures of Turnover Inten
Page 57 and 58: English (Manjunath & Kurian, 2009).
Page 59 and 60: and a Participant Information Sheet
Page 61 and 62: 3.8.1.2 Support for the Difference
Page 63 and 64: dependent or independent (Székely
Page 65 and 66: CHAPTER 4 - RESULTS The research in
Page 67 and 68: 1. Gender: Lodging: All of the 161
Page 69 and 70: are marginally more experienced wit
Page 71 and 72: Table 9: Industry Experience of Sub
Page 73 and 74: Table 10: Job Function of Subordina
Page 75 and 76: Table 11: Hospitality Education of
Page 77 and 78: 4.1.2 Supervisors The supervisors w
Page 79 and 80: 3. Tenure: All supervisors from bot
Page 81: Table 16: Industrial Experience of
Page 85 and 86: among these supervisors ranged from
Page 87 and 88: This hypothetical supervisor will h
Page 89 and 90: Figure 2: Scree Plot 78
Page 91 and 92: supervisor LMX score of each partic
Page 93 and 94: On the other hand, supervisor LMX i
Page 95 and 96: Table 26: Correlation Results when
Page 97 and 98: Table 29: Subordinate Tenure Fewer
Page 99 and 100: a moderate correlation (.322) betwe
Page 101 and 102: Table 33: Supervisor Industry Exper
Page 103 and 104: From the results presented in Table
Page 105 and 106: 5.1 Introduction CHAPTER 5 - DISCUS
Page 107 and 108: findings suggest that behaviours re
Page 109 and 110: agreement with the organisational c
Page 111 and 112: In addition, the research used two
Page 113 and 114: commitment. It is evident that comm
Page 115 and 116: science study, where perceptions of
Page 117 and 118: REFERENCES Adler-Milstein, J., Sing
Page 119 and 120: BLS. (2011). Job openings and labor
Page 121 and 122: De Matos, C. A., Henrique, J. L., &
Page 123 and 124: Harris, M. M., & Schaubroeck, J. (1
Page 125 and 126: Kara, D. (2012). Organisational com
Page 127 and 128: Lord, R. G., & Emrich, C. G. (2001)
Page 129 and 130: Pellegrini, E. K., Scandura, T. A.,
Page 131 and 132: Sin, H. P., Nahrgang, J. D., & Morg
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Vecchio, R. P. (1998). Leader-membe
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Kindly complete the following quest
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Appendix 2: Supervisor Questionnair
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Appendix 3: Participant Information
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The only cost to you is your time:
Page 143 and 144:
Appendix 5: Participant Information
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How do I agree to participate in th
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